“No matter your age, you’ll always wish you started younger. But today is the youngest you’ll ever be.” Author Unknown
To continue with this very interesting topic, in my presentation at the 8th National HR Summit, I discussed the HR functions that are certain to be impacted by AI. Among the plenary speakers, I was one of the last to submit my presentation deck because I wanted to immerse myself fully and gain hands-on experience—both as a traditional HR professional and as someone transitioning to a workplace that extensively uses emerging technologies.
In addition to reading the World Economic Forum’s report on the 2025-2030 Jobs Landscape and reflecting on my personal experience as an HR practitioner, I wanted to on my own, gather & analyze data to create my PowerPoint presentation both the traditional way or through AI.
When I asked my HR friends and colleagues whether they perceived Artificial Intelligence as a friend or foe, I received a mix of responses that varied by generation. In general, the more seasoned HR professionals welcomed emerging technologies as tools to improve efficiency but at the same time also expressed a hint of sense of pride in having overcome past difficulties & challenges without AI. Although they appreciated the help, they believed they could still manage without it—whether that meant not using it in the workplace, not learning its applications, or simply delegating its use to others.
For my fellow “old timers,” AI was viewed not as a friend or foe but merely as an acquaintance—a helpful tool that, while it is welcomed, it is not embraced as if it was not indispensable.
I also asked some of my younger former direct reports—who are now mid-level HR managers in industries such as manufacturing, financial services, tourism, and the call center/BPO sector—the same question.
It took them another week to receive their response, but their feedback was clear; they were vocal about AI’s ability to work wonders, making their tasks easier, faster to accomplish, and be more organized.
In a way, among the younger professionals, the response leaned toward viewing AI as a reliable friend—a dependable companion that makes challenging tasks more bearable.
They noted though, that when they needed in-depth advice, mentoring or practical approaches to complex situations, or wisdom based on experience, they on their seasoned HR colleagues not on AI.
All in all, it took me more or less 12 days to receive reverts, collate data & the analyze responses.
On the other hand, to further test my assumptions, I entered the same question into ChatGPT. Within seconds, I received an extensive response along with several follow-up questions for further clarification. Converting these into a Powerpoint was easy but when I read when I read it, I felt that the presentation was not what I would have shared during the summit & was sure that my audience would surely expecting practical & resonant knowledge sharing, coming from an HR person’s perspective transitioning into a heavily AI invested industry.
And so, the survey & interview results, additional research combined with my personal experience became the backbone of my presentation & discussion. This is the reason too why I was one of the very last if not the last to submit my presentation deck because I did it the way I felt comfortable, credible & relatable but took the longer route.
So, how will AI impact the HR profession?
The first impact that comes to mind is recruitment and talent acquisition. AI enables recruiters to tap into extensive platforms filled with thousands of resumes and job seekers. Moreover, a number of applications offer automated resume screening, saving recruiters considerable time.
Additionally, there has also been a steady rise in the use of chatbots for conducting initial interviews, handling follow-up queries, and providing general feedback—tasks traditionally part of a recruiter’s role.
Advances in technology now allow HR teams to use predictive analytics for hiring and to conduct unbiased assessments of sourcing and recruitment outcomes. Gone are the days when an eye-catching picture could unduly capture a recruiter’s attention because AI can help reduce unconscious bias—a challenge many have experienced in the workplace. Its recommendations focus solely on skills and qualifications, free from the influence of factors such as age, height, color, religion, appearance, or even the university from which one graduated.
As an added value, AI’s access to wider span of data enables predictive analytics on issues such as turnover trends and triggers, allowing HR teams to proactively address potential problems before they escalate.
The research side of HR practice will be easier because AI can handle large volumes of content, it enable HR through the data it provides to empowers decision-makers to make data-driven choices. HR can quickly analyze extensive data sets and providing actionable insights.
For example, AI can analyze the performance appraisal history of employees or specific positions to project retention prospects. It can even suggest justifiable job offers or counter offers based on employee’s historical data, market data & qualifications.
AI can also enhance the employee experience by autonomously creating personalized training programs, development plans, improvement initiatives or engagement activities based on recorded data, job description parameters, and career trends—often at a faster pace than traditional mentoring or coaching by a supervisor or manager. They can design an engagement activity based on current trend or fad to make it interesting & enjoyable for employees.
While AI offers substantial benefits, it also presents challenges and risks. For instance, AI can generate hallucinations—false, inaccurate information that misleads—and may produce fabricated data.
Bias and discrimination can be inherited from existing data, potentially leading to unfair hiring or promotion decisions. These issues can be mitigated by implementing appropriate checks and balances in the decision-making process—a responsibility that should remain with humans. If left unchecked and unsupervised by human intervention, AI may become biased and discriminatory—especially if it is trained on data with existing biases or based on past practices—thus perpetuating or even amplifying discriminatory decisions.
Instances of resumes being misinterpreted, with candidates being incorrectly matched to job requirements due to keywords presence of keywords. A “data” encoder can be recommended for a “data” analyst position with meaning either being interchanged or deemed one and the same. In addition, AI may place undue emphasis on gestures or facial reactions and may expect interview responses based on past experiences.
There were also recorded poor employee experience due to AI such as Chatbot. Interactions came come across as overly structured or impersonal. Employees may always yearn for personal touch or connection. Instead of becoming an unforgettable experience, day 1 at work became an insignificant event. Imagine being greeted during onboarding by an AI rather than receiving a warm welcome from your immediate supervisor or HR staff.
AI’s lack of human oversight and emotional intelligence makes it unsuitable for handling sensitive HR issues such as layoffs, workplace conflicts, or performance reviews. This impersonal approach can aggravate ill feelings, as the absence of genuine connections and relationship-building leads to diminished loyalty and belongingness. Without empathy, and emotional intelligence, integral to HR—particularly for conflict resolution and employee support—AI may make harsh decisions that cause discontent that have larger long-term problems.
A well-trained HR professional recognizes the importance of connecting with people. If AI takes over critical HR functions, opportunities for genuine connections are lost, and barriers may be unintentionally erected.
An overreliance on technology can result in a lack of personalized attention and support for employees. While automated decisions may be legal and compliant, they are not always the right thing to do. AI will not be on hand to explain to an employee logic behind a decision undertaken on a particular issue.
Resistance to AI adoption by both employees and HR professionals can breed distrust, driven by fears of job replacement. Self-preservation is a powerful motivator when one’s ability to earn a living is threatened. AI could lead to job displacement or reduced roles for employees & HR professionals alike. Unfortunately, this resistance means that the substantial benefits AI can offer are often dismissed or set aside, leaving the technology underutilized or improperly used & half-heartedly deployed.
If AI can help automate HR processes by merging procedures & functions to minimize manual intervention it is beneficial for the company. With the intent to allow HR professionals be focused on more strategic things instead of doing tactical chores; or the business-related tasks rather than on administrative work it addressees the perceived weakness & shortcomings of most HR professionals, namely consistency, accuracy & speed.
It is a no brainer that if AI can successfully roll out an ideal App, it might end certain HR functions within any organization—even jeopardizing the jobs or careers of all HR professionals. It will be nothing more than a DIY on how HR roles through function mergers, job transformation, reclassification be eliminated. In a sense, AI can be the last nail in some HR functions coffin.
There are also legal and ethical concerns regarding the use of AI, such as potential violations of anti-discrimination laws and data privacy regulations. Security risks—including data breaches, IP violations, unauthorized data sharing, cyberattacks, poisoning, misuse, and abuse—are well documented.
Compliance with legal standards such as the General Data Protection Regulation, Consumer Privacy Protection laws, and other industry regulations remains an ongoing challenge if not diligently practiced.
There are also valid concerns regarding the privacy and security of personal data. Without proper checks, balances, proper oversight and security measures, the risks associated with AI can be significant.
For us HR professionals, choosing the right AI tool is crucial. AI solutions can be expensive. It is essential to ensure that the tool chosen aligns with our organization’s needs.
HR must be among the first to be trained on chosen AI tool so that we can guide employees through any complications arising from AI adoption, keeping you involved deeply during the learning process & implementation.
Conducting scenario testing before rolling out any AI solution provides a clear benchmark for success. Moreover, leveraging AI for strategic tasks allows one to reallocate the time saved toward human-centric services such as mentoring, counseling, discussing individual development plans or performance improvement initiatives for supervisor to subordinate.
As HR professionals, we must ensure that data quality remains a priority, as AI depends on accurate data for its analyses. Regular audits to address potential biases in AI algorithms are essential. By remaining the “human in the loop,” we protect employees and preserve the vital role of HR within the organization. HR should champion the implementation of ethical guidelines that promote fairness and transparency—even as AI becomes an integral component of the HR processes.
On a personal note, my take is AI is a friend to HR. When used effectively, it complements and enhances HR functions rather than replacing them. However, if we continue to resist its integration, AI may remain a foe rather than a valuable asset.
GOOD MORNING HARDWORKING PEOPLE!For comments & suggestions, you may email author herrierhr@yahoo.com & follow in Facebook Herrie Raymond Rivera.